During our final session, we tried to help them pare back their goals, but they fell into the problem many companies are facing. They were struggling to prioritize and, against our advice, they felt that they needed to begin to address each item all at once. 

Senior living business leaders and companies are facing a very similar challenge in 2024, and should they fail to focus and prioritize addressing the greatest issues they face, they will soon find themselves asking how they didn’t make any headway in 2024 and what to do about it in 2025.

This can prove challenging, as these companies aim to meet immediate financial targets and operational goals while they also need to lay the groundwork for sustainable growth, innovation and quality improvement in the long term. To cut through the noise, leaders must strategically focus and prioritize the right challenge by determining its urgency over its relative standing in the hype cycle.

So, let me help with that. Here are the four challenges and their implications that leaders and companies could face that must be addressed if they are to not only survive 2024 but thrive.

1. Today’s trendiest AI isn’t everyone’s best tool

Senior living businesses have arrived at a crossroads in 2024. Integrating artificial intelligence into general business practices has become an imperative and an untenable obstacle course.

Many companies are moving forward with the misguided hope that the benefits will outweigh the upfront costs, and that can be true. AI can personalize care, customize resident plans, provide predictive analytics and tell you what your budget could be next year.

Companies, however, will need to make smart choices, as not all AI models are built and, more importantly, trained, equally. Choosing the wrong model means a potential for a closed-loop input system where the model does not consider outside needs of potential future customers other than what it was trained on.

To make the most of AI, businesses should prioritize models that have transparency and ones that can help them fix their fragmented data. Siloed records, notes, charts and schedules in multiple platforms that lack interoperability means there will be limited value in the analytics from a model only able to pull from one source of data. The integration challenges are real, but the potential is transformative.

2. The demographic cliff

It’s not news to you that senior living businesses are facing the stark reality of the increasing number of potential residents and a lack of talent to care for them. As baby boomers continue to age and look to move into active-adult or various other tiered classes of caregiving, not only are the communities lacking or nonexistent, but so are the caregivers. Flexible working options and higher pay elsewhere are fueling resignations.

To address those challenges, businesses need to consider new development routes for staff and properties. Considerations for creativity in how administrative roles are staffed and developed through training and upskilling local community members is one way to start.

Long term, the labor shortage may mean rethinking on-demand workers over full-time hires. Also, there is the potential for modular construction, and investors looking to be recession-resilient could mean new forms of capital that could allow for the right-sizing of the units and technologic improvements needed.

3. Transparency versus personalization versus privacy

Senior living companies have leaned heavily on personalization to drive engagement. Data collection can provide unique offerings, especially with the advent of wearables, which can help customize meal plans, activities, amenities and medicine, but consumers and clients have begun to demand more privacy and protection of their data.

Businesses must become more transparent about where they collect data, where outside data are being used and what is done with them. If done successfully, the transparency can bolster engagement and increase communication between the residents and the communities, another potential data perk.

Equally important will be open communication on issues such as sustainability, social responsibility and employee well-being. Today’s residents and families expect more transparency. Companies that honestly address their practices and shortcomings will build trust. 

4. Inflexibility in your future direction

Operators facing these pressures often suffer from a lack of agility and flexibility in their planning. Anticipating future challenges in healthcare and demographics is crucial yet challenging, especially with limited resources, as those challenges constantly move.

Even with prioritized challenges to address, however, leaders must be open to being nimble enough to adapt their hardened three- to five-year plans while also realizing that type of planning needs to shift to become 10- to 15-year planning. This change will allow them to be ready for shifts in behaviors, to grow as digital health evolves, residents’ preferences morph and staffing dynamics shift.

Allowing for re-perception of the challenges and trends that are faced throughout the year will allow companies to be proactive instead of responsive. Most companies lack this flexibility, which ultimately means they stay the course when they need to pivot and, in doing so, become obsolete to the whims of their clients and residents.

In 2024, these challenges and trends are not just obstacles but also catalysts for innovation and improvement. For business leaders, particularly in the senior living industry, addressing these challenges head-on is not just about survival but also about thriving in an ever-changing landscape. By doing so, you can ensure sustained growth, improved service quality and enhanced operational efficiency, ultimately leading to long-term success and a positive impact on your communities.

Mark Bryan is the senior foresight manager at the Future Today Institute, an advisory firm specializing in strategic foresight aimed at driving corporate strategies that lead to long-term success and resilience. The institute partners with leaders of Fortune 500 companies, world governments and other major organizations to help them pivot, adapt and thrive in the face of disruptive change.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

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Lifelong learning has seamlessly integrated into both my personal and professional life, serving as the driving force behind my belief that senior living communities should offer and ensure access to a wealth of opportunities for expanding the minds of their residents.

The quest for knowledge is a never-ending journey — that’s a belief that lies at the core of my mission. Since joining The Kensington at Walnut Creek, my primary goal has been to ensure that age never becomes a barrier to enriching one’s mind.

Lifelong learning is about so much more than keeping your mind intellectually sharp; it plays a vital role in maintaining a high quality of life. It’s the key to nurturing both a healthy mind and a healthy body, and it can significantly contribute to warding off cognitive conditions, such as dementia, while promoting social connection.

In senior living communities, recognizing the significance of offering a diverse array of social activities tailored to residents’ varying needs is paramount. Providing a multitude of opportunities that span across emotional, occupational, physical, social, intellectual, creative, nutritional and spiritual dimensions of wellness can foster an environment where growth and self-improvement remain continuous pursuits.

Encouraging residents to participate in activities aimed at cognitive enrichment is essential. Those activities may include hosting discussion groups, trivia nights, history lessons or an outing to the latest art exhibit. Empowering residents to influence their learning experiences by enabling them to suggest topics they are passionate about also can prove beneficial. Doing so offers them a meaningful way to keep their minds engaged and curious.

In the modern digital age, maintaining connectivity also is so important. Providing residents with access to technologic resources and the support to use them can help them enrich their online presence, facilitating increased engagement and connection in an increasingly digital world.

A dedication to lifelong learning is in harmony with a broader philosophy that prioritizes the well-being of residents. This philosophy offers a personalized approach to wellness, tailored to meet the unique needs and priorities of each resident. It includes offering programs that encompass various aspects of well-being, including daily fitness classes, cardio programs, nutritional consultations and opportunities for residents to give back to the community through philanthropic activities. Those carefully crafted programs should go beyond being mere offerings; they should be designed to be evolving experiences that adapt to the changing needs and desires of residents, ensuring that their well-being remains a central focus.

Lifelong learning begins with those who genuinely care about providing people of all ages with ongoing opportunities for growth. By fostering a lifelong pursuit of self-enrichment, we empower individuals to embark on journeys of self-discovery and intellectual expansion, regardless of their age. This commitment serves as a transformative force that shapes lives and nurtures an ever-curious and engaged community.

Joseph Villanueva is executive director at The Kensington at Walnut Creek, a Kisco Senior living community in Walnut Creek, CA.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

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Senior living leadership – What’s that?

If you were to ask high school students their thoughts about pursuing careers in senior living leadership, they would probably ask, “What’s that?”

Worse yet, they may scrunch their noses and make offhanded comments about not wanting to work in a nursing home, voice that their options would be limited or create dismissive comments about negative stories they caught in the news.

Senior living may not seem cool to many teenagers, but interning in the field has been an awesome experience for us. More students should jump on the bandwagon.

Our journey into senior living

We are two college students, both of us currently working at the Vision Centre: Leadership Development for Aging Services initiative, a group that encourages others to enter the field of senior living and care administration.

Both of our paths are different, but we both were drawn to the aging services field to make an impact on the lives of older adults.

Lily came into the field after first considering a career in banking. Riley is the daughter of a continuing care retirement community administrator, someone who grew up around the field and knew both the work environment and the inherent rewards.

We know many friends who are among the nose-scrunchers. But we also know the truth about this field — and we want to spread the word.

Getting more students interested in the field of senior living leadership

As many well know, the field of senior living leadership is flooded with misconceptions, such as: nursing homes are where people go to die; senior living communities are untrustworthy, especially in light of COVID-19; and the field of healthcare administration doesn’t offer as many opportunities as does a business degree.

Those misconceptions, however, couldn’t be further from the truth and not only push negative information onto prospective students in the senior living leadership field but also trickle into the mainstream media.

But through various grassroots and organizational efforts, leaders in senior living and students in the field can begin to shift the narrative.

Here are a few ways to accomplish that goal:

1. Offer and advertise paid field experiences/internships.

More students would consider the field of aging services if paid field experiences were more readily available. It can be difficult — or even impossible — to commit to an internship without pay and housing, especially if one is juggling rent and tuition.

Moreso than just the pay, it’s critical to share what field experiences can look like and how meaningful such experiences can be. School is great, and a degree is important, but the majority of applicable lessons are learned in the field. For example, there’s a difference between talking about staffing ratios in class and coming into the workplace where an administrator is down two nurses and determining how to handle that tricky situation.

Additionally, it would be meaningful if students understood how hands-on their field experiences would be. You really get to understand day-to-day operations and focus on what an administrator role looks like. You get to oversee multiple departments and understand how a community operates in general. It really can broaden your scope of what your opportunities can be after graduation.

2. Share positive stories on social media, the web and in earned media outlets.

For high school students, perceptions of the field can hold much weight, even within their own households. If parents have negative views of the aging services field, then those views could deter a young adult from picking senior living leadership as a major, because parents hold much influence on their children’s decisions.

So much negativity is flooding the newsfeeds and influencing those perceptions. People may see one story about mismanagement of a senior living community, but they don’t realize that the story involved one community out of all of the communities in an entire state. So they gain a perception that senior living communities and nursing homes are horrible, when that couldn’t be further from the truth.

It’s important to show stories about senior living communities that empower people to be independent, foster opportunities for a social life or create openings for lifelong learning. Those stories, over time, will start to shift the narrative. Additionally, more advertising that depicts older adults who are active and are thriving in senior living (while being honest) really will help.

Finally, playing into TikTok and Facebook and other social media avenues can assist. Anyone scrolling on Facebook will see those positive stories pop onto their feed, and if more communities stepped up to share their stories, and what’s working, and how they’re improving their communities, then the perceptions will start to move toward the positive.

3. Partner with high schools to offer volunteer hours and paid opportunities.

Many high schools mandate community service hours for students. Sometimes, those hours are built into an elective path. For example, at some high schools, senior students participate in certified nursing assistant rotations.

Senior living communities should proactively try to present those opportunities to high school classrooms. By offering their campuses as spaces where young people can volunteer or participate in learning experiences, students will be introduced to the field and stigmas will start to break.

Or even offering paid opportunities. If you tell high school students that they can have hospitality jobs that don’t require a big commitment and pay $15 an hour, they will probably sign right up.

Once students engage in those senior living communities and see what those spaces are all about, they will spread the word to their parents and networks and shift the conversation to a positive image in this field.

We need to shift the narrative together

The responsibility to shift the narrative and perceptions of senior living doesn’t fall on one person or organization. Colleges and universities need to advertise their programs more broadly, senior living communities should proactively engage with local high schools, and marketing teams should continue consistently pushing positive stories into the world. 

If we are going to get 16, 17 and 18-year-olds to consider this field, then we need to fill the space with messaging that shows them the opportunities in senior living and the effects that they will have on residents’ lives. Let them know that when they have stressful days at work, they can walk out the door and be greeted by 60 friends who will put smiles on their faces and remind them why they’re there.

If we could go back and speak to ourselves as high school seniors, we’d be reminded of the phrase “Love what you do, and you’ll never work a day in your life.”

After all, many of those residents saved their entire lives to enjoy their retirement. Our job as leaders is to provide them with the best experiences possible, including ensuring that we are preparing the leaders of tomorrow right now.

We do love being part of the senior living workforce. We’d say more, but we have to roll up our sleeves and go back to living our dream careers.

Lily Kiffmeyer is an undergraduate student at the University of Wisconsin-Eau Claire and a student research assistant at the Vision Centre.

Riley Tagatz is a graduate student at Western Kentucky University and a student research assistant at the Vision Centre.

Understanding the effects loneliness can have, Arrow Senior Living first launched its Holiday Cheer initiative in 2020, when COVID-19 forced many senior communities across the country into lockdown. Back then, social media was one of the best ways residents could connect with family and friends, so Arrow initiated a 38-day photo challenge starting on Dec. 1. Today, Holiday Cheer continues to evolve, with daily events scheduled across every Arrow community, beginning Thanksgiving Day and running through Orthodox Christmas on Jan. 7.

This year’s 46 Days of Holiday Cheer enlivens the spirit while encouraging the pursuit of new knowledge. Residents have been invited to observe traditional religious holidays, including Christmas and Hanukkah, attending both tree-lighting ceremonies and the lighting of the menorah. The opportunity to find moments of joy sweeps over each community, bringing both nostalgia for the past and hope for the future.

Arrow has scheduled plenty of fun, creative events to engage in all season long. From cookie-baking and wreath-making to festive door decorating contests and caroling, there’s something for everyone to enjoy. Even the Grumps, Grinches and Bah Humbugs who seem just a little annoyed by all the holiday cheer soon find themselves immersed in community merrymaking too. Those less enthused about the festivities can celebrate Festivus on Dec. 23.

Holiday Cheer easily is a favorite among residents and employees, as the team recognizes that the holiday season is also the perfect time to explore lifelong learning and appreciation for different cultures and traditions. In addition to all the fun events and traditions residents experience during this year’s 46 Days of Holiday Cheer, they also have an opportunity to gather at other cultural and educational events to learn about the land they occupy; to break bread with their neighbors while celebrating Las Posadas; and to discover the seven principles of Kwanzaa. Those shared learning experiences are designed to help Arrow Senior Living continue to cultivate more inclusive communities and reinforce our core values — listening to understand and believing kindness can drive change in the world.

It’s not too late for senior living providers to think about their own holiday initiatives for this year and future years. Start by building on the existing calendar to include holiday traditions from around the world. Celebrations don’t have to be overwhelming or hosted on a large scale; smaller gatherings easily can include opportunities for residents to learn and share their own experiences. Partner with local historians or other experts to host fun, intergenerational celebrations and activities, and if they are open to it, ask residents to contribute by sharing the unique ways they celebrate their cultural traditions.

The absence of human connection can have devastating effects on mental health and well-being, and the Department of Health and Human Services has labeled loneliness as an epidemic. Senior living providers have an opportunity to offer solutions, cultivating communities where residents are not just surrounded by their peers — they are building meaningful relationships with one another, too.

This season, as Arrow celebrates its fourth annual Holiday Cheer initiative, our team is more dedicated than ever to ensuring residents have an amazing experience and something exciting to look forward to through the new year. No one should feel the sting of loneliness or social isolation, especially when surrounded by community. Arrow’s events are focused on bringing people together in an environment that encourages purpose and intentional connection.

So, whether residents are sipping gourmet hot cocoa by the fire, recording their own rendition of “Have Yourself A Merry Little Christmas” at local recording studios, building the most epic gingerbread houses or learning about Icelandic folklore and the mischievous Yule lads, our team expects this year’s 46 Days of Holiday Cheer to have been our most joyous celebration yet.

Amanda Tweten is chief operating officer at Arrow Senior Living.

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The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Elements of artificial intelligence, such as machine learning models, have been embedded in the software that powers our work and everyday lives for years, but the release of astonishing consumer-facing tools in spring of 2023 captivated the public’s imagination. Those technologies are here to stay, and strategic business leaders should consider the best way to harness their power to extend their teams’ capabilities.

Senior living executives have two key decisions to make to move forward with AI-enabled solutions:

1. What jobs will those AI tools perform inside your organization? 
2. Who will provide artificial intelligence tools to your organization?

What jobs should AI perform inside your organization?  

It’s tempting to apply AI tools to existing tech services (for example, hands-off email inbox management) or to imagine AI as an independent colleague of sorts. As users and engineers of those tools, we advise senior living leaders to consider AI an augmenter and extender of their talented teams, not at all a fully automated replacement.

AI has some very clear strengths and weaknesses, and housing leaders must look for matches between its capabilities and their teams’ burdens or blind spots. Three core capabilities of AI to remember:

1. AI can accelerate repetitive or cumbersome work. AI has the capability to accelerate and enrich the decision-making process for senior living leaders, delivering data-related tasks critical to senior housing investment, market research and operations. Those tasks can be cumbersome and time-consuming for teams but easily automated with AI tools. For example, we’ve found that AI is a real boon for workers responsible for standardized communications around regulatory compliance. Multiply that convenience by numerous other routine tasks each week and you start to see how time savings add up, freeing your talented staff for higher-value activities.  
2. AI is a powerful way to hardwire best practice. Tasks where humans’ attention to detail might flag, or unwanted variation in analyses, might produce poor decisions are rich opportunities to apply AI’s diligence and speed. Examples include rent roll analysis, investment due diligence, contract comparison and job description drafting. If each employee taps into an enterprise AI toolkit, then you can specify the rules of the road for specific AI tasks, hardwiring best practice into each employee’s performance of that task.  
3. AI unlocks enrichment of data-driven decisions. Enterprise AI offers the ability to embed contextual data into decision support inside your organization. Consider when you might want benchmark data, such as market averages, served to you alongside analysis of your own organization’s data for additional context. If the information is made available to the AI, then it quickly can be queried and give your decision-makers much richer information to base decisions on.  

Who should provide AI to your organization? 

Your current suppliers, vendors and partners will embed those powerful tools into their own services to you. For example, expect suppliers to continue to optimize and improve their supply chain management with AI-enabled tools, or consider how healthcare providers will use AI enabled predictive tools. But you will be responsible for selecting the provider of AI tools for your own team. Choose wisely, and make sure your partners are focused on the business of senior living.  

Part of the attraction of AI tools is the intuitive user experience in the latest versions of natural-language interfaces. Those easy-to-use experiences democratize access to powerful computing even for nontechnical users and are, candidly, a delight to use. High-quality results, however, still require skilled engineering “under the hood.” That’s why we recommend always working with an AI partner that truly understands the senior living industry and what separates an elite output from a mediocre one. 

Technology providers are eager to capitalize on the artificial intelligence excitement, and the enterprise software giants promise that their tools can be configured to serve any business in any industry. But AI models work best and improve most when they are aimed at well-matched tasks within a business and focused on best practices specific to that industry.

A generic tool will return a generic result and place an increased burden on the end-user to guide the AI to improve itself or to validate the results. Most senior living organizations will be best served by a senior living-specific platform that is scalable to enterprise level but still specific to senior living’s unique challenges and data sources.  

Our industry is data-rich and carries the unique burden of resident care. We should not miss the opportunity to develop and deploy AI tools that are deeply customized for our needs. Connecting with an AI partner that deeply understands our industry is imperative to success. 

Arick Morton is the CEO of NIC MAP Vision, providing senior living supply, demand and operational data.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

Although essential, demographics do not necessarily reveal the nuances of older adults’ desires, tastes and preferences. The megatrend is undeniable: older adults are a growing share of the US population. The US Census Bureau reports that the 2010s saw the most rapid increase in the population aged 65 or more years since the 1880s. As baby boomers age, we expect this growth to continue.

Generally speaking, the same trend applies to local markets. Traditionally, when assessing market opportunities, the approach determines affordability based on market rents, uses some rate of needs or ideal penetration of units and subtracts out existing and expected supply. Easy enough, but we could fill textbooks on the plethora of approaches, assumptions and data justifying each step.

The traditional methodology also makes a partially true assumption, however. Senior living provides housing with some level of personal care or support. In other words, the traditional approach assumes that senior living is a need, both in terms of housing and personal care.

Award-winning research on how the total number of residents responds to price changes tells another story. The research reveals that senior living prospects have choices available to them. As a result, senior living is what economists call a luxury good. For economists, luxury goods are not necessarily Rolex watches and Ferrari cars. For example, Coca-Cola and wine are luxury goods.

Embrace the mindset

The days of simply assessing local demographics and supply are ending. The time to evaluate opportunities by viewing senior housing as the unique and life-enriching option, among others, is now. Here is how to embrace this mindset:

• In addition to population, household, income and wealth demographics, assess psychographics, travel patterns and lifestyle preferences associated with a market’s socioeconomic profile.
• Ensure that the trade or market area definition fits with demographic and psychographic profiles and local constraints such as natural and physical boundaries.
• Broaden the types of settings that could provide the level of housing and care the prospective project would provide.
• Assess the market’s structure. Are one or two providers dominating the competitive landscape, or is it highly competitive? How could a new entrant fit strategically in the competitive landscape?
• Evaluate how sensitive residents are to price changes. If the number of residents falls, controlling for time, more than proportionally to an increase in price, then senior living is viewed more as a luxury than a necessity in that market.
• Consider local market research such as surveys, in-depth interviews and focus groups to craft an in-demand senior living product.

A word about demographics

Although assessing local demographics and supply is inadequate, it is not useless. Demographics and supply are critical inputs to a thorough understanding of the market. Moreover, traditional approaches can provide a first look at the market to determine whether it’s worth investing more time, energy and money.

The benefits of a deeper understanding, however, extend well beyond market feasibility. Such an understanding informs budgeting, programming, activities, amenities and branding, providing a roadmap for operational success grounded in who the prospects are in that market.

Daniel Lindberg, MS, is principal of Applied Economic Insight LLC and an adjunct faculty member of the Marquette University Department of Economics, Milwaukee. He holds a Master of Science degree in applied economics from Marquette University.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

Several years ago, I published an article addressing the long-term care industry’s need to focus on developing relationships to enhance care. The impetus of the article was that employers must be relational in their leadership approach to sustain a positive workplace culture. When frontline staff members are satisfied and engaged, they, in turn, are more likely to provide even better care to aging residents on senior living campuses.

Fast forward to present day, and this still remains true. We also now are attempting to sustain loyal resident and family relationships amid the larger challenge of a shrinking workforce caused by the swell of baby boomers and severely reduced numbers of next-generation workers.

Select labor markets have managed to rebound post pandemic, whereas others remain challenged by an environment of increasing wage costs, inflationary expenses that outpace reimbursement and a shortage of uniquely qualified workers, particularly caregivers.

Those challenges are driving many senior living and care providers to implement innovative ideas to bridge the gap. Choosing between the competing demands on our staff members’ time while also promoting the personal touches necessary to sustain relationships between residents and families can be daunting, to say the least.

In search of a solution, CHI Living Communities has embraced innovation to meet the needs of a growing segment of savvy older adults, connecting them with their families and our care team through the use of smart home devices.

In partnership with Amazon Alexa for Senior Living and Serenity Connect, for instance, we have piloted Engage devices for approximately 20% of our senior living residents, with plans to expand because of popular demand and satisfied users. We see a world where aging service providers, older adults and their loved ones collaboratively provide care together. Why?

With a 91% utilization rate among residents at our Gardens at St. Elizabeth independent living, assisted living and memory care campus in Denver, we have seen numerous benefits, such as:

• A 40% reduction in staff turnover, minimally equivalent to a $54,000 savings annually;
• Improved care, with three providers per communication channel;
• A savings of three to five work hours per week per employee, including freeing up clinical leaders by five to 10 hours weekly; and
• Increased communication among 565 family members with their residents and our staff members.

Thanks in part to the interoperability of a variety of new smart home devices such as Serenity Connect, current trends suggest that older adults increasingly will seek to age in place. Moreover, those technologic advances will enable them to work with any number of community-based organizations for remote patient-monitoring and virtual care provided in their own homes.

Although some individuals still may have the misperception that technology impedes interpersonal relationships, CHI Living Communities leaders and frontline staff have witnessed the opposite, firsthand. Based on the successful use of telehealth medicine during the pandemic and beyond, some of our residents have remarked that this technology is reminiscent of physician house calls!

My current duties include implementing the American Hospital Association’s Age-Friendly framework across CHI Living Communities’ parent company, CommonSpirit Health. As a co-leader of this massive undertaking and someone who has been a long-term care leader for nearly 30 years, I realize the crucial importance of its “4 M’s” when providing evidence-based healthcare to aging adults: what matters, medication, mentation and mobility.

What matters most to older adults is staying connected to family, friends and caregivers, because socialization has such significant psychosocial benefits while maintaining health, as well as throughout the healing process.

We are quite pleased to offer Serenity Connect to our Gardens of St. Elizabeth residents, their families and our caregivers, and we look forward to implementing it at our other senior living campuses throughout the United States. Not only does this technology give us marketplace advantage, but — much more importantly — it positions us to provide even better care to seniors.

Prentice O. Lipsey is president and CEO of CHI Living Communities.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

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A: According to a “Forgotten Middle” study from the National Investment Center for Seniors Housing & Care and NORC at the University of Chicago, the age 75+ population will reach 33.5 million people by 2029.

Almost half of those individuals (14.4 million) will be middle-income, meaning that they have too much income to qualify for low-income subsidized senior housing but not enough to afford private-pay senior living.

The study also indicates that approximately 60% of the members of this middle-income market is going to have mobility limitations, approximately 20% will have chronic and/or functional limitations and 8% will have some form of cognitive impairment. There is going to be a significant need for housing that can offer access to services and care in an affordable manner.

Active adult apartments have been emerging as an affordable alternative to traditional independent living. Many older adults are attracted to this product because of the affordable price and the senior-friendly options offered, such as single-level living, non-slip showers, grab bars and medical alert programs. Although the apartments, for those aged 55 or more years, are intended to target younger and healthy independent older adults, the reality is that some residents at those communities already need some assisted living services or are experiencing mild cognitive decline. But this is what they can afford.

Some communities are exploring options to assist their residents in accessing affordable support services through care and service coordinators, who can help with referrals to available resources. Some are establishing affiliations with home care and other service providers that could provide assistance on a more a la carte basis or in smaller time increments. Others are using formal volunteer programs involving family members and other residents to provide support and assistance. There does not yet appear to be a model of affordable housing and care that can be universally duplicated on a widespread basis, however.

This challenge is not going away and will be occurring at the same time in which there will be an overall decline in the number of adult children caregivers due to changing demographics. Senior housing operators, healthcare and other service providers and public policy makers are going to have to work together to develop creative solutions to serving this significant middle-income cohort.

Lynne Moore is president of MDS Research Company Inc., a national senior living and healthcare consulting firm based in Fort Worth, TX, that has been serving clients for more than 50 years. MDS is a two-generation company – she is following in Jim Moore’s footsteps. Ms. Moore is responsible for all MDS market research-related projects involving all aspects of senior housing and healthcare. Lynne Moore can be reached at (817) 731-4266 or lynnemoore@m-d-s.com.

A version of this column appears as “You’ve Got Questions, We’ve Got Answers” in the December 2023 print issue of McKnight’s Senior Living.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

A recent study from Mercy Health shows that having too much time on our hands can negatively affect us. Engaging in challenging and novel activities can significantly improve memory function in older adults.

It is more important than ever for senior living communities to embrace vibrant living and support their residents with interesting programming. By making it easy for them to take up new hobbies, we support residents’ experience and growth, which ultimately preserve and enhance their cognitive functions.

Supporting neuroplasticity

Neuroplasticity, the brain’s ability to adapt and form new neural connections throughout life, has immense potential to keep our minds sharp as we age. When older adults engage in hobbies, there is a positive response from the brain as it forms and strengthens new neural connections.

Research has shown that regularly partaking in mentally challenging activities, such as learning to play an instrument, joining an art class, exploring different cultures or picking up a new language, can lead to improved cognitive function, particularly memory recall. 

Preventing isolation

One of the many takeaways of the pandemic was the danger of isolation for the aging population. We learned that loneliness and isolation increase the risk for individuals to develop mental health challenges, as well as heart failure, cognitive decline and dementia/Alzheimer’s disease, according to the surgeon general and the US Centers for Disease Control and Prevention, respectively. When older adults participate in new hobbies, they spend more time with others and increase their chances for forming lasting friendships.

Inquire about their interests

When people of all ages try something new, it stimulates their attention and interest. It is crucial for senior living communities to ask residents what they are interested in, because one person’s idea of a fun activity could inspire others to join in.

For example, residents at Brightview Senior Living’s Shelton, CT, community recently went ziplining for the first time. One resident brought up the idea, and four others joined in on the adventure. Together, they had an exhilarating experience and made memories together — all because they wanted to try something they hadn’t tried before. 

Scientifically speaking, novel experiences such as ziplining trigger the release of dopamine, a neurotransmitter that plays a crucial role in memory consolidation. Ziplining is a unique example of this. Some others include learning chess and joining a tournament, taking pottery classes or trying new recipes.

A holistic approach

Vibrancy has become a buzzword in senior living, and for good reason. But beyond vibrancy, a holistic approach to overall wellness is a must.

SPICE in Motion, a proprietary program woven into every aspect of Brightview’s culture, is how we ensure that residents’ needs are met. SPICE stands for Spiritual, Physical, Intellectual, Cultural and Emotional health. Examples of those categories:

• Spiritual: Religion, meditation, positive affirmations, poetry and connecting with nature.
• Physical: Line dancing, drumming, fitness classes and walking clubs.
• Intellectual: Attending lectures, book clubs, current events and panel discussions that promote lifelong learning.
• Cultural: Learning about other cultures, trying new foods and learning a new language.
• Emotional: Grief support groups and comedy shows. 

Conclusion

It is the role of senior living communities to ensure that residents are constantly trying new things and to offer a holistic approach to health and wellness. At Brightview, the team of almost 50 vibrant living directors truly create custom, exciting experiences for their residents to support their quality of life and mental well-being. 

Dori Ray is corporate director of vibrant living at Brightview Senior Living 

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

The vital role of sleep

Sleep is an essential cornerstone of overall health and daily functionality. As we age, our sleep patterns naturally shift, potentially leading to fragmented sleep and earlier waking times. Those changes are more than mere inconveniences; they can profoundly affect cognitive function, physical health and overall quality of life. Disrupted sleep can contribute to memory problems, increased fall risk and a decline in everyday activities. It can even affect mood and well-being. Consequently, unraveling the factors influencing sleep quality in older adults is pivotal for a more fulfilling aging experience.

Temperature’s effect

Interestingly, sleep tends to be more restorative and effortless in cooler environments, driven by our biological tendencies. As body temperature naturally drops at night, it aids in initiating and maintaining sleep. Warmer sleep environments, however, can disrupt this natural cooling process, disturbing sleep patterns.

My recent research delved into the relationship between biological sleep rhythms and ambient temperatures, with a specific focus on how nighttime temperatures affect sleep quality in older adults.

Monitoring sleep quality and ambient temperatures over 18 months among 50 older adults — many residing in a Hebrew SeniorLife community — revealed a critical insight. Optimal sleep quality was experienced when room temperatures ranged between 68 and 74 degrees Fahrenheit. Sleep quality diminished as temperatures exceeded 75 degrees. Intriguingly, each individual displayed a unique optimal sleep temperature, suggesting personal variations that might evolve over time.

Climate change, urban heat disruptors

Climate change, a term deeply embedded in our modern vernacular, is causing shifts in global weather patterns and temperatures. A lesser-known consequence is the increase in nighttime temperatures, which also can be exacerbated by the fact that urban areas often are warmer at night due to infrastructure replacing green spaces.

Intersecting challenges

The intersection of climate change and sleep quality for older adults is a critical concern. Warmer nights, a result of climate change, can disrupt sleep patterns, posing even greater challenges for aging individuals whose sleep patterns already are susceptible. The potential for sleep disturbances and associated health issues looms larger against the backdrop of climate change.

Strategies for improved sleep

Although the situation presents challenges, solutions are within reach. Adaptive strategies can help mitigate the effects of warmer nights on sleep quality for yourself and for the residents in your care:

• Personalized sleep temperature: Discover your optimal sleep temperature and adjust your environment accordingly, using fans or air conditioning to maintain comfort.
• Hydration: Ensure consistent hydration throughout the day, particularly during warmer periods.
• Breathable sleep attire: Opt for light sleep clothing and bed covers to regulate body temperature.
• Bedtime rituals: Engage in calming activities before sleep to facilitate rest.
• Diet consideration: Avoid heavy meals, high-sugar foods and stimulants near bedtime.

Community support, care provider roles

Communities and care providers have essential roles in managing the effects of rising temperatures on sleep quality. Integrating temperature management into care plans and fostering adaptive strategies for independent older adults are crucial steps. With the advent of smart home technology, monitoring and intervention are more accessible.

As we contemplate the implications of climate change, we must reevaluate our approach to urban design and infrastructure. Strategies such as natural shading, openable windows and energy-efficient architecture should take precedence.

The intricate interplay between sleep, ambient temperature and older adults’ well-being demands our focused attention. Recognizing this challenge is the first step. Through awareness, adaptable strategies, community support and investments in climate-resilient environments, we can navigate this complex issue and uphold the quality of life for older adults. In the face of climate change, those actions are not just prudent measures; they are essential adaptations for our collective health and well-being.

Amir Baniassadi, PhD, is a research fellow at Harvard Medical School and a T32 post-doctoral fellow at the Hinda and Arthur Marcus Institute for Aging Research at Hebrew SeniorLife, working on environmental health, and in particular, the health and well-being of older adults within the built environment.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.